2015 Report details for project: Head Office and Customer Design
| Project name | Head Office and Customer Design - there is only one report for this project |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | MOD (D17) - see all reports for this organisation |
| Report year | 2015 (data is from September 2014) |
| Category | Transformation - see all reports for this category |
| Description: | The programme seeks to design, orchestrate and implement change in Head Office and the Commands in order to improve the efficiency and effectiveness of the Defence Acquisition System. This will be achieved by establishing the framework and protocols for the overall Acquisition System within the context of the Defence Operating Model; putting in place the governance and performance management arrangements through which Defence Equipment & Support (DE&S) will be held to account as a Bespoke Central Government Trading Entity; creating a more disciplined interface between DE&S and its Customers; and strengthening the capability of the Commands to operate effectively in the Customer role. |
| DCA (RAG) | Amber |
| DCA text: | The Project Assessment Review in July 2014 reinforced the need to continue the reforms following the completion of the Customer Design mandate in April 2015, and re-confirmed the original objectives were broadly on track. To ensure that the implementation of reforms continued post April 2015, the September Acquisition Architecture Board, which oversees the work of Customer Design and is chaired by PUS, considered and approved plans for Director General (DG) Head Office & Commissioning Services, in his role as the Defence Authority for the Acquisition System and supported by the Acquisition System Authority, to manage and monitor the ongoing work. |
| Start date | 2014-01-01 |
| End date | 2015-07-31 |
| Schedule text | The programme is on track to deliver, with Command Implementation Plans being endorsed as planned, or on track to be endorsed. |
| Baseline | £11.16m |
| Forecast | £10.12m |
| Variance | -9.30% |
| Variance text: | Variance reflects staff turnover within the team (including the external assistance) leading to an underspend being forecast. |
| Whole Life Cost | £14.73m |
| WLCost text: | WLCs reflect the programme team costs. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2015.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.